Transparency Talk

Category: "Networks" (20 posts)

The Power of Narrative: Philanthropy and Storytelling
August 31, 2017

Nicole Richards is Chief Storyteller at Philanthropy Australia

Nicole Richards photoWhen it comes to storytelling, philanthropy generally gets a failing grade.

It’s not that we’re short on great stories—they’re everywhere. We hear, see and experience them every day in our work to catalyse positive social change. The story opportunities in philanthropy flow as bountifully as the chocolate river in Willie Wonka’s chocolate factory.

But who has the time to capture them so that they become more than just a feel-good anecdote? Who has the capacity to tell them in a way that might influence others to act? Most of us are too busy with the business of grantmaking and measuring impact to share more than the occasional story at a board meeting or conference. Thousands of stories slip away.

Willy Wonka & RiverThat’s to our detriment. Humans are hard-wired for storytelling—stories are what connect us.

Three months ago, I stepped into the newly created role of Chief Storyteller at Philanthropy Australia, the national industry association for giving in Australia. The position, which is directly aligned with the organization’s strategic plan, has been backed for three years by five local funders who believe in the power and potential of storytelling to grow giving in this country.

The stories I tell span the spectrum of philanthropy, with a view to increasing transparency for a diverse cast of philanthropic actors. From collective giving groups and newly established private ancillary funds to the country’s oldest philanthropic foundations—the stories and the protagonists are distinct but the intent is the same: to make a difference.

Some of those are human interest stories that profile funders and their giving journeys case studies that showcase good practices, and opinion-style narratives designed to challenge the status quo.

From what we’ve seen, the appetite for these stories is boundless—philanthropists of all sizes and persuasions love learning from the collective experience of their peers. Telling these stories, or better yet, passing the mic so that the stories can be recounted firsthand by the funders, their nonprofit partners and the communities they serve, is a powerful form of knowledge sharing, of connecting people with new ideas and networks.

While it’s easy enough to find  and package the stories for ready consumption by those already practicing philanthropy, the bigger challenge is to send the stories beyond the echo chamber and put them before would-be philanthropists and aspiring social change makers. 

That’s as much about opening up philanthropy to demystify it for the uninitiated as it is about sharing stories of philanthropic impact for other philanthropy insiders. Philanthropy is too often viewed as the closed-door, exclusive domain of the ultra-wealthy. As agents of philanthropy, we have a responsibility to bust that myth and lift the veil.

Not all the stories we choose to tell should gleam like candy—the authenticity of the story is critical to its impact. We need more cautionary tales such as stories of failure, of missteps and strategies that went awry. By sharing the stories that aren’t sugar-coated, we make philanthropy less opaque, more accessible and ultimately more effective. By making storytelling a part of our process, we begin to normalize a culture of openness.

While crooning about pure imagination beside his chocolate river, Willie Wonka intoned: “Want to change the world…there’s nothing to it.”

We know he’s wrong on that front, but his golden ticket giveaway of the chocolate factory was a great story.

There’s a story behind every act of giving. For the sake of more and better philanthropy, it’s time we took those stories beyond the chocolate factory gates.

--Nicole Richards

 

Crafting A Better Tap of Knowledge
August 9, 2017

Gabriela Fitz is director of knowledge management initiatives at Foundation Center. This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new research and tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

Gabi Fitz photoThis past weekend, I went to visit an old meat packing plant in Chicago’s Back of the Yards neighborhood. The plant, renamed “Plant Chicago,” serves as a workshop and food production space, playing host to a number of micro-enterprises including a brewery and bakery. But it wasn’t the beer or even the pies that drew me there. It was their tagline, “Closed Loop, Open Source.”

If you know me (or the work of IssueLab at all), you know why I couldn’t resist. The closed loop approach is all about a circular economy, where we take “waste from one process and re-purpose it as inputs for another, creating a circular, closed-loop model of material reuse.” It’s a simple principle and one that I imagine most of us would get behind.

But what’s not so simple is building and maintaining those closed loop systems so that people begin to see (and taste) the benefits. Standing in the lobby of Plant Chicago it was painfully clear to me that circular economies, whether they are in food production or in knowledge production, require more than just good intentions.

Plant Chicago
Plant Chicago, a workshop and food production space, hosts micro-enterprises, including a brewery and bakery. Credit: Gabriela Fitz

Just as I started to feel the familiar weight of trying to execute systems change, I spotted a small sketch of a pyramid amongst a number of technical diagrams and development plans covering a large wall. This simple sketch was similar to a model many of you are probably familiar with but  is still worth describing. In the sketch, the base of the pyramid was labeled “beliefs and values.” The next level up was “practices and actions.” The top of the pyramid was “results.”

When it comes to the closed loop we care so much about at IssueLab, we keep seeing organizations try to skip from beliefs to results. The social sector wants shared learning without sharing; collective impact without collectivized intelligence. But open knowledge - like any sector-wide or organizational change - has to include a change in practices, not just beliefs. If we don’t adopt open knowledge practices, we can’t expect to see the results we hope for: improved program design and delivery at the community level or less duplication of avoidable mistakes. If we truly want to live up to the #OpenForGood ideal, our beliefs and values are simply not sufficient. (Note that the definition of closed loop I quote above is not about beliefs, it’s about actions, relying on verbs like “take,” “re-purpose,” and “create.”)

The good news is that we have the infrastructure to make a circular knowledge economy possible. We’ve built the plant. Tools like open licenses and open repositories were designed to facilitate and support change in knowledge sharing practices, making it easier for foundations to move up the levels of the pyramid.

Now, we just need to start taking a couple simple actions that reflect our beliefs and move us towards the results we want to see. If you believe in the #OpenForGood principle that social sector knowledge is a public good from which nonprofits and foundations can benefit, your foundation can: 1) use open licensing for your knowledge products, and 2) earn an #OpenForGood badge by sharing your knowledge products, like evaluations, through IssueLab’s open repository. Once those practices are as much part of the normal way of doing foundation business as cutting checks and producing summary reports are, we can all sit back and enjoy that beer, together.

--Gabriela Fitz

What Will You #OpenForGood?
July 13, 2017

Janet Camarena is director of transparency initiatives at Foundation Center.  This post is part of the Glasspockets’ #OpenForGood series in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood.

Janet Camarena Photo

This week, Foundation Center is launching our new #OpenForGood campaign, designed to encourage better knowledge sharing practices among foundations.  Three Foundation Center services—Glasspockets, IssueLab, and GrantCraft are leveraging their platforms to advance the idea that philanthropy can best live up to its promise of serving the public good by openly and consistently sharing what it’s learning from its work.  Glasspockets is featuring advice and insights from “knowledge sharing champions” in philanthropy on an ongoing #OpenForGood blog series; IssueLab has launched a special Results platform allowing users to learn from a collective knowledge base of foundation evaluations; and a forthcoming GrantCraft Guide on open knowledge practices is in development.

Although this campaign is focused on helping and inspiring foundations to use new and emerging technologies to better collectively learn, it is also in some ways rooted in the history that is Foundation Center’s origin story.

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A Short History

Sixty years ago, Foundation Center was established to provide transparency for a field in jeopardy of losing its philanthropic freedom due to McCarthy Era accusations that gained traction in the absence of any openness whatsoever about foundation priorities, activities, or processes.  Not one, but two congressional commissions were formed to investigate foundations committing alleged “un-American activities.”  As a result of these congressional inquiries, which spanned several years during the 1950s, Foundation Center was established to provide transparency in a field that had nearly lost everything due to its opacity. 

“The solution and call to action here is actually a simple one – if you learn something, share something.”

I know our Transparency Talk audience is most likely familiar with this story since the Glasspockets name stems from this history when Carnegie Corporation Chair Russell Leffingwell said, “The foundation should have glass pockets…” during his congressional testimony, describing a vision for a field that would be so open as to allow anyone to have a look inside the workings and activities of philanthropy.  But it seems important to repeat that story now in the context of new technologies that can facilitate greater openness.

Working Collectively Smarter

Now that we live in a time when most of us walk around with literal glass in our pockets, and use these devices to connect us to the outside world, it is surprising that only 10% of foundations have a website, which means 90% of the field is missing discovery from the outside world.  But having websites would really just bring foundations into the latter days of the 20th century--#OpenForGood aims to bring them into the present day by encouraging foundations to openly share their knowledge in the name of working collectively smarter.

What if you could know what others know, rather than constantly replicating experiments and pilots that have already been tried and tested elsewhere?  Sadly, the common practice of foundations keeping knowledge in large file cabinets or hard drives only a few can access means that there are no such shortcuts. The solution and call to action here is actually a simple one—if you learn something, share something

In foundations, learning typically takes the form of evaluation and monitoring, so we are specifically asking foundations to upload all of your published reports from 2015 and 2016 to the new IssueLab: Results platform, so that anyone can build on the lessons you’ve learned, whether inside or outside of your networks. Foundations that upload their published evaluations will receive an #OpenForGood badge to demonstrate their commitment to creating a community of shared learning.

Calls to Action

But #OpenForGood foundations don’t just share evaluations, they also:

  • Open themselves to ideas and lessons learned by others by searching shared repositories, like those at IssueLab as part of their own research process;
  • They use Glasspockets to compare their foundation's transparency practices to their peers, add their profile, and help encourage openness by sharing their experiences and experiments with transparency here on Transparency Talk;
  • They use GrantCraft to hear what their colleagues have to say, then add their voice to the conversation. If they have an insight, they share it!

Share Your Photos

“#OpenForGood foundations share their images with us so we can show the collective power of philanthropic openness, not just in words, but images. ”

And finally, #OpenForGood foundations share their images with us so we can show the collective power of philanthropic openness, not just in words, but images.  We would like to evolve the #OpenForGood campaign over time to become a powerful and meaningful way for foundations to open up your work and impact a broader audience than you could reach on your own. Any campaign about openness and transparency should, after all, use real images rather than staged or stock photography. 

So, we invite you to share any high resolution photographs that feature the various dimensions of your foundation's work.  Ideally, we would like to capture images of the good you are doing out in the world, outside of the four walls of your foundation, and of course, we would give appropriate credit to participating foundations and your photographers.  The kinds of images we are seeking include people collaborating in teams, open landscapes, and images that convey the story of your work and who benefits. Let us know if you have images to share that may now benefit from this extended reach and openness framing by contacting openforgood@foundationcenter.org.

What will you #OpenForGood?

--Janet Camarena

Bringing Knowledge Full Circle: Giving Circles Shape Accessible and Meaningful Philanthropy
June 21, 2017

Laura Arrillaga-Andreessen is a Lecturer in Business Strategy at the Stanford Graduate School of Business, Founder and President of the Laura Arrillaga-Andreessen Foundation, Founder and Board Chairman of Stanford Center on Philanthropy and Civil Society and Founder and Chairman Emeritus of the Silicon Valley Social Venture Fund. This post is part of the Glasspockets’ #OpenForGood series done in partnership with the Fund for Shared Insight. The series explores new tools, promising practices, and inspiring examples showing how some foundations are opening up the knowledge that they are learning for the benefit of the larger philanthropic sector. Contribute your comments on each post and share the series using #OpenForGood. View more posts in the series.

Laura Arrillaga-Andreessen PhotoNathalie Morton, a resident of Katy, TX, was passionate about giving back to her suburban Houston community. However, she felt her lack of philanthropic experience might hinder her effectiveness. 

After initial conversations with her friends and neighbors, she discovered that they shared her desire to give locally and, like herself, lacked the financial ability to make the large contributions that they associated with high-impact philanthropy. After initial online research, Nathalie learned that a giving circle is a collaborative form of giving that allows individuals to pool their resources, knowledge and ideas to develop their philanthropic strategy and scale their impact. Nathalie then discovered the Laura Arrillaga-Andreessen Foundation’s (LAAF.org) Giving Circles Fund (GCF) initiative, an innovative online platform that provides an accessible and empowering experience for a diverse group of philanthropists to practice, grow and scale their philanthropy by giving collaboratively.

“Philanthropists have an imperative to share the research and rationale behind their philanthropic decisions for the greater good.”

With LAAF support, Nathalie was inspired to create the Cinco Ranch Giving Circle to pool her community members’ resources for the greater good. In its first year, this circle of over 30 families has come together to invest thousands of dollars in local nonprofits — all through donations as modest as $10 per month. Every member found that sharing time, values, wisdom and dollars not only deepened their relationships with one another but also that the measurable impact they could have together far exceeded that which they could achieve alone. This experience empowered Nathalie and her fellow giving circle participants to see themselves as philanthropists and develop their practice in a collaborative environment.

Nathalie’s story is just one of myriad ways that the giving circles model has made strategic philanthropy more accessible. Two years ago, I wrote a post on this same blog about how funders should have not only glass pockets but also “glass skulls,” underscoring that philanthropists have an imperative to share the research and rationale behind their philanthropic decisions for the greater good of all who are connected to the issue.  Or put another way, giving circles can help donors of all sizes become #OpenForGood. GCF allows philanthropists, like Nathalie, to do just that — by empowering givers at any level to make their thinking and decisions about social impact more open and collaborative.

LAAF logoA lack of financial, intellectual and evaluation resources are barriers to entry for many people who want to give in a way that matters more. That’s why I’ve committed the past two decades to not only redefining philanthropy — I believe that anyone, regardless of age, background or experience, can be a strategic philanthropist — but also to providing highest quality, free educational resources (MOOCs, teaching materials, case studies, giving guides) to empower anyone to make the most of whatever it is they have to give. Although most GCF individual monthly contributions are in the double digits, the impact of our giving circles is increasingly significant — our circles have given over $550,000 in general operating support grants to nonprofits nationally. By design, giving circles amplify individual giving by providing built-in mechanisms for more strategic philanthropy, including increasing

  • Transparency: Giving circles are effective because they are radically transparent about their operations, selection processes, meeting etiquette, voting rules, etc. We have found that giving circles grow and flourish when members understand exactly how the circle works and their role in its success. In addition, all of our circles publish their grants on their GCF pages, so that current and prospective members have insight into each circle’s history, portfolio and impact.
  • Democracy: GCF giving circles have a flat structure, in which everyone has an equal vote — regardless of their respective donations’ size. With LAAF support and a comprehensive portfolio of resources, group leaders facilitate meetings — ranging from casual meetups to knowledge sharing and issue ecosystem mapping gatherings to nonprofit nomination and voting sessions. Even in multigenerational giving circles where members are able to give at different levels, all of their members’ voices, perspectives and opinions hold equal weight.
  • Accessibility: Giving circles require a lower level of financial capital than other philanthropic models. A 2014 study has shown a higher rate of participation in giving circles for Millennials, women and communities of color — reflecting the spectacular pluralism that makes philanthropy beautiful. [1] On our GCF platform, we host multiple college and high school circles that have started teaching their members to carve out philanthropic dollars even on a minimal budget. Additionally, most of our circles are open to the public, and anyone can join and actively participate (yes, that includes you!).
  • Risk-tolerance: With more diverse participants and lower amounts of capital, GCF giving circles are more likely to give to community-based or smaller organizations that typically struggle to secure capital from more established philanthropies, thus meeting a critical social capital market need.

The power of collectively-pooling ideas, experiences and resources, as well as sharing decision-making, inspired me to found Silicon Valley Social Venture Fund (SV2) in 1998. What began as a small, local giving circle has grown into the second largest venture philanthropy partnership in the world. More importantly, its experiential education model — grounded in the principles listed above — has influenced the philanthropic practice of hundreds of now highly strategic philanthropists who respectively have invested hundreds of millions of dollars globally.  To this day, being a partner-member of the SV2 giving circle continues to inform how I give and evolve my own philanthropic impact.  Now, powered by the GCF platform, technology gives all of us the ability to scale our own giving by partnering with like-minded givers locally, nationally and globally so we can all move toward an #OpenForGood ideal. The mobilization of givers of all levels harnesses the power of the collective and demonstrates that the sum of even the smallest contributions can lead to deeply meaningful social change.

--Laura Arrillaga-Andreessen

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[1] https://www.philanthropy.com/article/Giving-Circles-Popular-With/150525

The Givers: Wealth, Power, and Philanthropy in a New Gilded Age
May 10, 2017

(Daniel Matz is manager and content developer for Foundation Center’s Glasspockets.org portal. This review was first published in Philanthropy News Digest.)

Daniel X MatzThe mega-wealthy have long been celebrated in American culture. Even in the first Gilded Age, when the likes of Carnegie, Mellon, Rockefeller, and Sage were scorned as robber barons, their wealth — and power — were much admired. In their time, these titans of America's burgeoning industrial might determined the economic destiny of millions and set the course of the nation. And their philanthropy — more than a century on — continues to echo with all the force that money can buy.

Today, as we celebrate the dynamos of a new gilded age — their fortunes, in many cases, made younger, growing faster, moving at the speed of light — we're witnessing a second philanthropic boom. And that seemingly inexhaustible river of "private wealth for public good" brings with it the ideas and voices of those who, having made vast fortunes, are now determined to put that money to use. How society responds to and channels that torrent of money while making sure the ideas it funds best serve the interests of the American people is of broad concern.

“Giving by the mega-wealthy is going to be bigger, more sophisticated, and more focused on influencing public policy debates.”

In The Givers: Wealth, Power, and Philanthropy in a New Gilded Age, David Callahan gives us a grand tour of the philanthropic landscape in the opening decades of the twenty-first century while opening a window on how today's economic winners — having proved themselves in business — are eyeing philanthropy as the ultimate opportunity to convert wealth into power. But where a Matthew Josephson might have distrusted such a development, in Callahan's telling, these masters of the universe are thoughtful, broad-minded, and, yes, even likable. He's not interested in taking them down, criticizing their often rapacious business practices, or pointing out the role played by fiscal and tax policy in cementing their status as the .01 percent. Instead, his is a book about the giving away, not the getting, of great wealth.

Founding editor of the Inside Philanthropy website, a founder of public policy think tank Demos, and a former fellow at the Century Foundation, Callahan has a reputation as a keen observer of philanthropy and civil society and it serves him well here. Not only does he know his subject, he's also interviewed many of the people in his book — Priscilla Chan, Eli Broad, Melinda Gates, and John Arnold, to name a few — and is able to support his own judgments with their words. And what both he and they see is a future in which giving by the mega-wealthy is going to be bigger, more sophisticated, and more focused on influencing public policy debates.

David CallahanDavid Callahan

Of course, many of today's mega-wealthy, people like Warren Buffett and Michael Bloomberg, have indicated they have little interest in leaving much of their wealth behind. (In a recent 60 Minutes interview, Bloomberg joked with correspondent Steve Croft about "a guy on his death bed in a hospital with the rails around and his family looking down like vultures. And he looks up and says, 'I know I can't take it with me, but I can take the access code'.") Indeed, in the next decade alone, some $740 billion is likely to be distributed in the form of private philanthropy. And if the Giving Pledge — the Buffett and Gates effort to encourage the uber-rich to commit the majority of their wealth to philanthropic causes — is any gauge, we could see another trillion dollars in private wealth making its way to nonprofit organizations and causes over the lifetimes of the 158 current "pledgers" who have signed on. (Learn more about that campaign and its signatories at the Foundation Center's Eye on the Giving Pledge feature.) How all that money will be used over the coming decades is what former Secretary of Defense Donald Rumsfeld might call a known unknown, but it undoubtedly will have important and lasting effects, and that — as well as who will decide what its impact might be — is at the center of Callahan's inquiry.

In the book, Callahan examines the collision of two fundamental American values — freedom and equality — and how the wealthiest Americans have been able to leverage their money (for better or worse) to gain advantage in the marketplace of ideas. Sure, money in politics is as American as apple pie: for proof, look no further than the Supreme Court's ruling in Citizens United, the flood of cash swirling around political campaigns, and K Street lobbyists and super PACs. But much less is heard about the ways in which the mega-wealthy are using their philanthropy to influence public policy and (intentionally or not) drown out the voices of average Americans. We're not talking about eight-figure gifts for museums and the like; we're talking about philanthropy that shapes national agendas and priorities and promotes policies that affect Americans where they live — from promoting school vouchers, to hobbling the Johnson Amendment, to pushing for repeal of the Affordable Care Act.

It's one thing, for instance, for the average American to make a $100 donation to a cause she believes in, and it's certainly noteworthy when a wealthy donor trumps that with a gift a hundred thousand times larger; it's something else entirely when a donor puts up the money for a think tank to develop a public policy recommendation, hire researchers to provide intellectual cover for the policy, and disseminate the results through a report and a media campaign. The Brookings Institute has been around since the 1910s, the American Enterprise Institute since the 1930s, the Heritage Foundation since the 1970s. All are tax exempt, and all have been the beneficiaries of substantial philanthropic largesse over the years. What's different in 2017 is the full-throttled way in which such bounty has become another weapon in the ideological clash that defines our time: Left vs. Right, liberal vs. conservative, cosmopolitan vs. populist. What we are seeing, Callahan notes, is the mega-wealthy using their philanthropic dollars to define the terms of the debate and dominate the public square in areas and on issues that a generation ago were the purview of academics, technocrats, and policy makers.

The Givers - Book JacketSome might argue that this isn't necessarily a bad thing, and Callahan is quick to note that the mega-wealthy have no agreed-to set of interests and, as a group, are as ideologically and politically pluralistic as the country itself. If at times they can seem like gods throwing thunderbolts at one another, the diversity of ideas and approaches they represent seems to balance out: for every wealthy advocate of school vouchers and charter schools, there's an equally wealthy and committed advocate eager to double down on public education.

In a perfect world where government is more or less trusted to do the right thing, that might be okay, argues Callahan. But in an era of widening inequality and growing political polarization (exacerbated by our addiction to social media), government and traditional institutions are losing their ability to absorb those thunderbolts and forge compromises that satisfy the majority of Americans. It's not that the public square is empty; it's that the platforms from which the plural voices of American democracy typically are heard have been roped off and posted with "Do Not Enter" signs. For Callahan, it's no coincidence that the outsized influence on public policy of the mega-wealthy comes just at the moment when both institutional and government effectiveness appear to be in terminal decline.

With a nod to French economist Thomas Piketty, Callahan sees this decline as a by-product of mounting economic anxiety, driving broad disaffection with both major political parties and a loss of faith in the ability of government to materially affect the lives of those who have lost their livelihoods to globalization, automation, and de-industrialization. Into that vacuum has stepped the wealthy, with states and local governments increasingly looking to foundations and nonprofits to join forces in public/private partnership, and fund everything from education initiatives to homeless services to public parks. Every time a philanthropist gives $100 million to bankroll a new reform effort in a struggling school district, or convinces a city to spend a portion of its parks budget on a whimsical project, or provides millions for a campaign to convince the public to support/oppose an international climate agreement, writes Callahan, we are seeing a new kind of philanthropy in action. And there's no reason to believe the trend won't continue, or that it won't happen in ways largely beyond the ability of the public to control.

As much as The Givers pulls back the curtain on this reality, it's also a call to change how philanthropy in America is regulated. Readers of Callahan's posts on Inside Philanthropy will not be surprised by his prescriptions — chief among them a call for greater transparency and accountability in the sector (principles Foundation Center has long championed through our Glasspockets initiative). Here, though, Callahan has something more specific in mind: changing the rules to require wealthy individual donors, donor-advised funds, private foundations, and nonprofits to disclose more information about their giving, more quickly. He also calls for the creation of an independent Federal Reserve-style commission to oversee the nonprofit and philanthropic sectors; the establishment of formal metrics to assess charities' effectiveness; and for the IRS to be given more resources — and greater latitude — to audit more than the tiny fraction of nonprofits and foundations it currently reviews. Callahan also favors limiting the tax-deductibility of contributions to nonprofits that are not working to alleviate poverty or address other urgent social problems, and he wants to see foundation boards be more independent and representative of the communities they are charged with serving.

For Callahan, these are small changes — a somewhat Pollyannaish take that seems to ignore our current political climate and the treasured prerogatives of many large, important foundations and nonprofits. Yes, philanthropy needs more transparency and accountability, it probably needs new rules, and the public needs more and better information about how foundations and individual donors are spending their tax-advantaged resources.

But we also need to find the will, and a way, to restore the public square to something like its imagined heyday so that the voices of the rich and powerful are not the only ones heard in statehouses and the halls of Congress. As Callahan puts it, Alexis de Tocqueville didn't esteem America for its robust nonprofit sector; he admired it for its egalitarian ideals. Nurturing and sustaining those ideas over the coming decades should be something we can all agree on.

-- Daniel Matz

Open Yourself Up to New Solutions
April 5, 2017

SAVE THE DATE: April 13, 1:30-3:00 p.m. EST.  Like this blog series?  Attend our Inside Innovation Funding event in person in San Francisco, or virtually via livestream in San Francisco.

(Christie George is the director of New Media Ventures, a mission-driven venture firm and donor collaborative supporting progressive startups.  New Media Ventures supports companies and organizations that – through the use of new media and technology – build advocacy movements, tell new stories and drive civic engagement.)

This post is part of the Funding Innovation series, produced by Foundation Center's Glasspockets and GrantCraft, and underwritten by the Vodafone Foundation.  The series explores funding practices and trends at the intersection of problem-solving, technology, and design. Please contribute your comments on each post and share the series using #fundinginnovation. View more posts in the series.

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If you’ve been following the headlines since the 2016 election, you’ve probably thought about the growing polarization in our country. You may share my worry about filter bubbles and political echo chambers, or you might have recommitted to sparking conversations with friends across the aisle. At New Media Ventures (NMV), we see the same need in the funding world. From our perspective, most people fund people and organizations they already know, moving money through referrals and established networks. But if we’re going to solve the big problems facing our world, we need to move beyond our personal echo chambers.

As a mission-driven venture fund that invests in both for-profit and nonprofit startups, NMV stands with one foot in the venture capital world and one foot in philanthropy – driving change at the intersection of technology, media, and civic engagement. When we first got started, we found ourselves sourcing opportunities in all the traditional ways – using our personal networks and attending conferences – but we quickly realized that we needed to try something different to ensure that we were actually identifying new approaches to the problems we wanted to solve. In 2014, we launched the NMV Innovation Fund with two main goals: 1) increase the number of investable projects crossing our desks (our deal flow); and 2) break through the bias for “the usual suspects” to fund more diverse entrepreneurs.

In the simplest terms, the Innovation Fund is an open call for world-changing innovations. Twice a year, we ask our network, and our network’s network, and their networks (you get the idea: we cast a wide net) to send us the best opportunities they’ve seen for how technology can catalyze progressive change. This year, in response to our “Resist and Rebuild” Open Call, we received nearly 500 applications – a new record – and we are blown away by the creativity of the applicants.

“...If you haven’t tried an open call, you might be missing out on amazing solutions beyond the usual suspects.”

While it may sound overwhelming to sort through hundreds of applications, we have developed a methodology for doing this work efficiently.  This process includes recruiting a volunteer screening committee of funding peers, simplifying our application as much as possible, asking more detailed questions only to the applicants who rise to the top, and using a technology platform to easily manage all of the applications in one batch. Ultimately, New Media Ventures makes the final funding decision, but the screening committee is one of the most powerful aspects of the process – many heads are better than one – and working collaboratively with other funders allows us to leverage different domain expertise in evaluating opportunities. 

Here are two takeaways from our experience opening ourselves up to open calls, and the reasons why we hope other funders will consider similar approaches:

1) Big problems require new solutions (and diversity is not a “nice to have”). Funding exclusively through referrals can limit what funders see and increase the risk of confirmation bias – one of the reasons white men are so much more likely to get venture capital funding in Silicon Valley. By having an open and transparent application process, heavily marketed to ensure we’re getting outside our own bubbles, we’ve made a tremendous
impact on the diversity of our portfolio. Our website, blog, social media platforms, and partners broadcast details about the open call, allowing us to
reach new audiences who may be deterred by less transparent philanthropic opportunities. We’re proud that 65% of Innovation Fund applicants have New Media Ventures logoat least one female and/or trans founder, and 30% have at least one person of color on the founding team. We still have a long way to go, but by comparison 8% of venture capital goes to women founders and 13% to founders of color.

However, focusing on diversity is not a “nice to have” and it’s not just about the numbers – it’s a core part of our strategy. Our societies and systems are facing entrenched problems, and solving them will require new and bold solutions. We need all hands on deck. Women, trans people, and leaders of color have much-needed perspectives and expertise, but often lack access to capital, networks, and traditional philanthropy. For example, news platform Blavity, founded by a young black woman, has grown to reach 7 million readers by creatively combining pop culture content with thoughtful coverage of race and gender issues. We might never have identified this opportunity were it not for our open call.

2) Less control over outcomes leads to more welcome surprises. When funders issue a request for proposals (RFP), we essentially define the terms of the discussion: we’ve often developed a strategy, and we’re looking for organizations to execute that strategy. Unlike a traditional RFP, the Innovation Fund Open Call process has very broad parameters by design. We’ve found this requires us to be comfortable with uncertainty and develop the humility to stay in a learning mindset. The approach isn’t without risks. What if you open the gates for a broad range of applicants, and don’t find anything you want to fund? What if you keep your parameters flexible and only get applications that aren’t in your wheelhouse? But with careful planning and a good process, we have developed strategies to mitigate the risks, and find we gain real value from being able to scan the field and identify gaps as well as opportunities. It has paid off in delightful and unexpected ways.

For many of our portfolio organizations, NMV is their first institutional funder, and our early investment gives our grantees the validation and runway they need to go on to great things: CoWorker.org hosted the Summit on Worker Voice with President Obama; Blavity went on to participate in 500 Startups; Vote.org got into Y Combinator and scaled up quickly to send SMS voting reminder messages to more than 1 million people in swing states leading up to the election. And that’s just a few examples.

To sum it up, if you haven’t tried an open call, you might be missing out on amazing solutions beyond the usual suspects. If boosting innovation is one of your goals, we recommend starting small and collaborating with others to share the work. Consider carving out a portion of your grantmaking budget to fund projects selected through an open process, and remember that you don’t have to reinvent the wheel. NMV and other similar groups have developed deep expertise around open calls and we’re excited to partner with other funders. In fact, we did just that when we worked with the Pluribus Project on a democracy-focused open call last year.

So go ahead, open up and let yourself be surprised. It worked for us.

--Christie George

 

Soulful Innovation: Increasing Diverse Tech Entrepreneurship
February 22, 2017

SAVE THE DATE: April 13, 1:30-3:00 p.m. EST.  Like this blog series?  Attend our Look Inside Innovation Funding event in person or via livestream in San Francisco.  More details and registration info coming in March.

C-Brown-Photo(Cedric Brown has been a leader in philanthropy and the civil society sector for nearly two decades. He is currently the Chief of Community Engagement at the Kapor Center for Social Impact, in Oakland, California. The Kapor Center won the 2017 Crunchies Social Impact Award.)

This post is part of the Funding Innovation series, produced by Foundation Center's Glasspockets and GrantCraft, and underwritten by the Vodafone Americas Foundation. The series explores funding practices and trends at the intersection of problem-solving, technology, and design. Please contribute your comments on each post and share the series using #fundinginnovation. View more posts in the series

Frankly, I get tired of talking about innovation. Sometimes discussions about innovation come across as Sisyphean pursuits, where style is greater than substance, and preening is greater than practice. I’m looking for conversations about innovation with soul. With gravitas. With a conscience. Ones that advance uplifting solutions that make this Earth more habitable or help more people meet their hierarchy of needs (or as of late, that strengthen the fast-unraveling social contract necessary for humankind to co-exist).

Three years ago at the behest of our benefactors, the then-Kapor Foundation began to explore how to move away from our traditional responsive grantmaking. The benefactors had begun to invest in seed-staged tech startups that aim to address and mitigate equality gaps. They witnessed the power of designing solutions for markets - "communities" - that operate at scale. They saw how different and disruptive ways of approaching problem solving can create a culture shift. They came to us, the foundation staff, and requested that we start thinking about this intersection of tech-for-good and our grantmaking work.

“Are we overlooking the resourcefulness that resides in the 'hood, favela, sticks, and bush?”

In the ensuing years, we experimented with different approaches, borrowing from our new knowledge of Lean Startup principles. Through a clunky, iterative learning process - which in hindsight I would like to label as our R&D - we decided to lead the way by doing our part to expand access to the tech sector and innovation economy.

Van Jones has shared that his dear friend Prince said we need to create a "Black Zuckerberg." While I take issue with that particular mold (pattern recognition and Ivy league degree-as-entry-barrier are part of tech's diversity problem), I get The Purple One's point, echoed by Mitch Kapor: "Genius is evenly distributed across zip codes, but opportunity is not." Working with a variety of partners in this ecosystem, we seek to plug leaks in the tech talent pipeline while sharpening the skills and talents that reside in all of our diverse communities.

To this point, I’ve judged a number of youth hackathons and design sessions, mostly attended by low-income, “low opportunity,” or similarly-labeled young people. These youth are participating in these activities as an initial exposure to tech skill-building and careers, and I am consistently impressed by how these young teams create apps that address information and resource gaps: student loan payment platforms; mentoring matching; anonymous bully identification; and safe passage routing among them.  

Our premise is that as the high-tech industry becomes more inclusive, companies and teams will become better at problem solving, will create better products and solutions that serve a wider market, and will utilize tech-driven platforms to solve pressing problems that are informed by their lived experiences. Our backup? Heavy hitters like  McKinsey, Catalyst, Kellogg and Stanford have found this to be true.

How are we benefiting from the terrific brainpower, scrappiness, and necessity - as the mother of invention - that resides in nonprofit leaders, in low-income communities, with people who are "making a way out of no way" as my church folks used to say?  Are we overlooking the resourcefulness that resides in the 'hood, favela, sticks, bush?

Kapor_logo_dark_rgb

You've heard these questions before, I'm sure. So what are we doing about it?

We're catalyzing and strengthening tech innovation, in line with the theme of this blog, by introducing and preparing more people to lead its creation. Tech shouldn't be an insular economy; now more than ever, we need thinkers, tinkerers, designers, and dreamers who are motivated by the pursuit of a significantly positive impact rather than a sinfully profitable buyout.

In 2017, the Kapor Center - including our sibling organizations, Kapor Capital and Level Playing Field Institute - are committed to increasing diverse tech entrepreneurship, access to capital, access to tech and STEM education, and building strong community institutions to promote a more diverse tech ecosystem in the Bay Area, with a special focus on Oakland, our home.

We’re employing a range of old tools for new outcomes - convening key partners to coordinate around systems-level goals (kind of collective impact-ish), providing financial support to select roundtables to support this coordination work, and utilizing the visibility of our benefactors and brand to raise awareness about the issues at hand and to channel resources to efforts aligned with our work, helping to create a larger, stronger network of collaborators. And we’re using our brand-spankin’ new building on Oakland’s Broadway corridor to host events that welcome, validate, leverage, and enrich diverse talent - namely people of color and women - as they pursue their entrepreneurship, technical, and impact goals. We see this work as a powerful overlay between the ubiquity of tech, the possibility of entrepreneurship, the integrity of fairness, and the necessity of economic mobility and empowerment for a just society.

But back to the issue at hand - innovation. I think that soulful, meaningful, conscientious innovation is rooted in a nagging question: “What can we do to be more effective?” It’s organic; a quest to find the bull’s eye of effectiveness en route to real impact. It requires experimentation, evolution, and even a bit of envy - as a competitive motivator to be top of class, of course. And while so many of these variables are present in innovation economy practitioners, I’d like to see them more firmly rooted in addressing real world issues informed by and for real people.

--Cedric Brown

The 30-Layer Cake of Grants Management
November 11, 2015

(Adriana Jimenez is grants manager at the Surdna Foundation and also serves on the board of directors of the Grants Managers Network.  She will be a regular contributor to Transparency Talk, discussing issues pertaining to transparency, data, and grants management.)

AjimenezReality TV is not all mind-numbing. I recently discovered a baking show that had lessons to teach about working in the evolving world of grants management. 

In PBS’s The Great British Baking Show, contestants test different recipes to showcase their baking talents. One of the top challenges on the show was preparing a cake with 30 perfectly distinctive layers. This was the ultimate feat because it would expose the mastery of the bakers’ technical skills.

While the bakers relied primarily on precision and rules to pass this 30-layer trial and other “technical challenges,” the winning bakers also demonstrated “soft” skills: they were creative, flexible, and collaborative; they worked well under pressure; and they knew when to ditch tradition and take a risk when the conditions demanded it. These are precisely the skills that today’s -- and tomorrow’s -- grants managers need to thrive in a changing environment.

This was not too different from the advice I’d heard at a recent Grants Managers Network (GMN) program, Become the Grants Manager of the Future: be flexible and open; be a chief problem-solver and a team-player; and understand the rules so you know when to break them. Grants management, like baking, requires precision, measurement and technique, but it also requires creativity, adaptability, and nimbleness.

Led by Sara Davis, director of grants management at the William and Flora Hewlett Foundation, and Daniel Weinzveg, an organizational consultant, Become the Grants Manager of the Future addresses the growing hunger (pardon the food pun) among grants managers to get clarity on where the profession is headed and how we can collaborate to increase our impact in the philanthropic sector.  The program captures the excitement around these new opportunities.

Grants management, like baking, requires precision, measurement and technique, but it also requires creativity, adaptability, and nimbleness.

One of the session’s key points is that by connecting grants managers’ expertise in the “how” of grantmaking with the strategic side of grant practice, we can create frameworks that lead to greater transparency in order to support learning and collaboration. Operations can no longer be siloed from strategy, because transparency is the new norm.

In fact, there are many “new norms.”

The profession of grants management is rapidly evolving. The transactional elements of grants administration (e.g., processing grant requests, getting grantees paid, assembling board books) have always existed, and will remain critical to grantmaking organizations. 

However, over the past decade technology has automated many of these processes. According to the 2014 GMN/Technology Affinity Group survey, 65 percent of foundations now manage some level of paperless grant systems. This has opened up opportunities for grants management professionals to shift into more strategic roles and collaborate more closely with program staff and leadership. 

Grants management has also shifted as organizations have become more data-driven. Foundations now have access to vast amounts of information, and they are relying on grants managers to help them make sense of it.

Grants managers play a central role in collecting key data sets and trends about our grant portfolios over time, such as: demographic information about grantees and constituents served; outcomes, activities and indicators of success; statistics about average grant size/duration; geographic areas served; etc. We can also gather baselines about our internal processes to gauge efficiencies and stopgaps (e.g. turn-around time for making a grant, processing a payment, or reviewing a letter of inquiry).

As we become the grants managers of the future, what should foundations of the future look like?

Access to the right data – and knowing how to interpret it—can help foundations make informed decisions that lead to better outcomes in service of mission and grantees. It can help us set policies and procedures that are based on real needs and not arbitrary rules; it can support us in learning about our portfolios and making strategic course-corrections where needed;  and it can aid us in becoming more transparent about our work and measuring progress towards our stated goals.  We can also use benchmarks, such as Who Has Glass Pockets, to help in this endeavor.

The 2015 GMN Salary Survey found that grants management professionals spend only 42 percent of their time on “core” grants management functions.  Other job responsibilities include IT, evaluation, legal counsel, finance or working within grant programs.

The multi-functional nature of grants management provides an opportunity for transparency, as grants management professionals often act as a liaison between multiple areas of foundation work.  

Meanwhile, this disparity presents a challenge: Are grants managers properly trained to step into leadership roles as data analyst experts and decision-makers? Do we all aspire to be?  Is there an obstacle among foundations who do not recognize this potential in their grants management staff? How can they support grants management in their professional growth?

So, as we become the grants managers of the future, what should foundations of the future look like? From a strategic standpoint, philanthropy leaders have many questions to address if they want to foster a data-driven and learning-based culture:

  • How can foundations leverage their existing data to make informed strategic decisions?
  • What frameworks can be put in place to integrate grants management as key contributors to foundation learning, analysis, and decision-making in order to benefit the foundations themselves and the grantees they support?
  • How can foundations incorporate effective practices into their strategic grantmaking?

Answering these questions is not an easy feat, but neither was baking a 30-layer cake on The Great British Baking Show.

--Adriana Jimenez

Glasspockets Find: The Gates Foundation Joins the International Aid Transparency Initiative
October 16, 2013

(Rebecca Herman is Special Projects Associate for Glasspockets at the Foundation Center-San Francisco.)

Gates-image-wall-crop2The Bill & Melinda Gates Foundation has become the latest organization to join the International Aid Transparency Initiative (IATI), signaling their intention to publish open data on their global development activities. IATI, launched five years ago in Accra, Ghana, aims to make information about aid spending easier to find, use and compare.

"At the end of the day, our goal is the same: to identify common ways we all can share information that will help the development community achieve greater impact."

In his blog post about the announcement—“Information Sharing for Impact”—Gates Foundation CEO Jeff Raikes commented, “To figure out our approach to sharing information, we have taken lessons from what governments and other nonprofits are doing well, while considering the unique aspects of operating a foundation. At the end of the day, our goal is the same: to identify common ways we all can share information that will help the development community achieve greater impact.”

IATI has brought together donors, developing country governments, civil society and aid information experts to agree on a common, open, international standard for publishing more, and better, information about aid. The public can search and download data from the IATI Data Registry, which includes raw data from 189 organizations and counting.

If you’re not ready for IATI’s raw data, you can check out Open Aid Search, a simple search and browsing interface; or Aid View, a prototype visual interface to browse aid activities by donor, country and sector.

The Gates Foundation is one of the first private foundations to become a member of IATI, joining The William and Flora Hewlett Foundation in increasing transparency through this global initiative.

-- Rebecca Herman

 

Social Media, So What? RWJF Tackles How to Answer the Social Media, So What Question
April 17, 2013

Debra Joy Perez (@djoyperez) is currently serving as Interim Vice President of Research and Evaluation at the Robert Wood Johnson Foundation.

Perez-100Last year, after Steve Downs shared an overview of the Robert Wood Johnson Foundation’s (RWJF) social media strategy, we hosted a series of interviews with RWJF staff members about how social media, and more broadly, the transparency and participation they offer, are adding new and critical dimensions to their work. The first case study on social networking as a learning tool is available here. The second on experimenting with different social mediums to serve as a catalyst for collaboration is available here. The third on leveraging social media to expand networks is available here.

The latest post offers perspective on how the use of these tools—which have become essential to our communication efforts—can be measured to reflect the impact of our work and rooted in a context of achieving social change goals.

Q: Let’s start with a glimpse into a day in the life of your work at the Foundation in light of all these new technologies. Why are metrics important to RWJF?
A: RWJF has a 40 year history of developing evidence-based programming. We are known for our research and evaluation work nationally and internationally. Yet, as new ways to advance our goals in health and health care become more reliant on technology, we struggle with measuring success and accountability.

Since 2009, RWJF has been incorporating Web 2.0 technology in our everyday work. That is what people who visit our website  can see since our September redesign, as we have more social sharing facilitation tools across the site. We also invite conversation about how to advance health and health care on Twitter, Facebook, and produce content that can serve the needs of various online communities.

We can clearly see and have made projections about the future value of social media. Social media can help us create social change and build movements around the causes that we care deeply about. We have learned many key lessons from initiating this work guided by our principles of openness, participation, and decentralization. Specific lessons include:

  • Personal outreach matters;
  • Responsiveness to requests for engagement is important;
  • Criticism can lead to healthy dialogue;
  • Make engagement easy and simple; and
  • Engagement takes work and dedicated resources.

These take homes suggest that each of these principles requires concerted efforts and conversations about policies and processes for achieving the intended goals. With each social media campaign, we must be explicit about expectations. Social media metrics is an essential part of our efforts at RWJF. We need measurement to help us achieve those expectations. Measurement also helps us continually improve our use of social media to achieve our broader social change goals.

Social media is another tool to achieve larger goals. While it can be a very powerful tool, it should not be mistaken for an end in itself.

Q: What does an effective and efficient social media campaign look like?
A: So where do you start: well, you might start first with acknowledging what you are already doing in social media and celebrating that. Do you have a Facebook page, an organizational presence on Twitter, operations on Tumblr? Conduct an inventory of what you are doing as an organization, as well as the engagement by individuals. Do staff leverage social media for their job, how have they been able to extend their reach, do we regularly appear on relevant blogs?

As you do this, you might start to recognize how much you don’t know. BUT don’t let the “not-knowing” stop you.

  • Have an explicit dialogue about your goals, what are you trying to accomplish with your social media efforts, e.g. what is the purpose of tweeting something, what is the action you want an individual to take? Although click-through is not itself an outcome, in my view, it is a process measure. 
  • Identify your networks. You probably already have more of a network than you recognize (see The Networked Nonprofit  by Kanter).
  • Schedule a formal discussion about value proposition in-house. Talk to who does it now and who doesn’t. Don’t expect everyone to Tweet. Some are better long-form writers and therefore might be better suited for blogging.
  • Establish data points for measuring impact of what you do.
  • Provide unique URLs for product releases and then test URL placements against each other (AB testing) to see which one is more effective.

Ultimately, discuss to what end are you using social media. Social media is another tool to achieve larger goals. While it can be a very powerful tool, it should not be mistaken for an end in itself.

Q: What is the expected ROI for social media?
A: We believe social media can have a profound effect on expanding our reach, as more people are building trusted networks of individuals and organizations and engaging online. Appropriate use of social media channels help us provide the right information and the right tools into the hands of our health and health care advocates (also known as message evangelists). You then start to see how making data accessible in new ways, such as interactives, data visualizations, and infographics, enables us to illustrate key points for case-making and building awareness.  

Because social media is a vehicle through which ideas can be generated, tested, built upon, and spread, we believe that this is worth measuring. However, while there is a plethora of ready to use analytical tools crowding the market, the challenge will be to avoid the “low-hanging fruit” trap of measuring activity over action. If we do our job correctly, we will be able to say what works and what doesn’t using social media metrics, as well as distinguishing online from offline impact.

Q: What is the current state of the field for measuring social media? Where do we go from here?
A: The potential power of social is undeniable and we are looking for ways to continue to test our assumptions about what we are producing. For example, by watching others comment on Twitter about our work we not only have a better sense of how we are being understood, it also serves as a kind of content analysis of the impact we are having. By monitoring a recurring Twitter chat, we can hear whether our meaning and intention is influencing the discussion in the way we desire it to.

As the unit responsible for measuring the impact of our work, we regularly ask ourselves: What are we using social media for? Who are our target audiences (segmented, as well as aggregated)? (The ability to diversify our networks is a huge value to RWJF; developing metrics that includes demographics of our audiences is an important part of the measurement effort.) What is the expected action/behavior we wish to see? How do we measure behavior change? How can we best go beyond measuring online activity (page views, unique visitors, tweets, and re-tweets) to measuring offline action and policy change? This is the key challenge for philanthropy today: assessing an effective and efficient social media campaign. As a foundation, accountable to our Board and the public, we must have standards for our investments in social media just as we do for our programmatic investments. We ought to be able to answer the so-what question for investing staff time and talent in social media campaigning. As a sector, we are becoming much more sophisticated in our use of communications to advance our work. Looking at ways to measure social media should fit within the framework of measuring communications broadly. Even as the task of identifying communications indicators is challenging, social media lends itself well to being more precise and thus measurable.

In order to engage the field in a dialogue on social media measurement, RWJF is hosting a national convening of experts in three domains: evaluation, communications, and social media. The April convening will produce a set of indicators on five Foundation-focused outcomes:

1. Our foundation is viewed as a valuable information source.

2. Our foundation is viewed as transparent.

3. Lessons are disseminated, multiplying impact beyond our foundation’s reach.

4. Public knowledge, advocacy, influence, and action is increased in strategic areas

5. Our networks strengthen and diversify.

We invite you to help us advance the field of social media measurement. Please follow hashtag #SM_RE on Twitter for conversations stemming from the social media measurement meeting this month, including a live Twitter chat on April 18, 3 p.m. EDT, as we continue to move the field forward in using data to evaluate and assess impact of our work.

-- Debra Joy Perez

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